Corning Inc. is an organization that had been enjoying the luxury of being the best in its field. The organization had enjoyed operational excellence, but with time and market influences, the firms' competitive advantage begun to decrease. The firm had to do something to remedy the situation. Leadership is known to be the art of motivating a group of people towards the attainment of a certain set goal (Suliman, Rao & Elewa, 2019). Good leaders ensure that they lead by example so that their followers know what is expected of them and can use their leaders' actions as points of reference. At Corning Inc., the impact of leadership on increasing and improving quality performance excellence is seen through the firms' performance excellence model. Quality implementation took time at Corning Inc. as it was a strategic imperative, unlike in most firm, where they only focus on product quality (Buckman & Buckamn, 2013). The leaders at the firm were interested in making a continual improvement in all their sectors as they saw the potential profits that they would yield.
Leadership was instrumental in attaining the current standards at Corning Inc. The continual improvement approach was realized in the firm through setting expectations and bold goals that made use of cross-functional teams that leveraged outcomes to ensure that they were attaining performance excellence in all their business practices (Buckman & Buckamn, 2013). McCabe, the new quality leader, had to build on the expertise across the organization to provide a collection of performance tools (Buckman & Buckamn, 2013). McCabe was able to include the Six-Sigma training program for the members of staff and was later uploaded to the intranet to ensure that all their global firms trained their employees (Buckman & Buckamn, 2013). The model allowed for customization of quality tools, which was overseen by the leaders of the firm to maintain the company's innovative culture.
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The Corning Inc. case study proves to be an important resource for any organization that is looking to have better results and to increase its innovation. I was previously working in a startup firm where the managers, although doing their best, we're still lagging behind in their profit. They had been operational for almost two years and had still not broken even. They would still get back to their finances to have the firm going. I believe that if they could apply some of the concepts from the Corning journey to performance, they would be able to realize the profits that they desire. Some of the key concepts that they could apply from the Corning journey to excellence will be described below.
Corning is an organization that had been operational for decades. With time, their excellence was becoming outdated just as their services were. Market forces and influences ensure that firms remain competitive and those that are not able to adapt to the changing market end up kissing customers and consequently their profits as they lose their competitive edge (Buckman & Buckman, 2013). Just as Houghton felt it necessary to reexamine the firms' fundamentals, so will it be necessary to reexamine those at the startup firm. A change in the culture and strategy would also be affected by good leadership (Laureani & Antony, 2019). The leadership at the firm should first be looked into as currently, there are three managers. Of the three managers in the firm, none has experience in managing a firm while only one of them has the necessary skills in the field. The other two managers were initially supposed to fund the startup, but since they ended up financing most of the work, they decided to quit their jobs and start working in the firm. Getting leaders who know what they are doing will help the firm realize much of its goals and proceed.
Using corning's performance excellence model would also help the firm in realizing its goals and mission. The management should also ensure collaboration to transform the way work is done at the startup. At Corning, the firm has already established entrepreneurial business relationships, and they use collaborative thinking to ensure that their work environment is conducive (Laureani & Antony, 2019). They also use real-time information to ensure that they come up with the right products for their clientele, thus ensuring their flexibility. The startup could also try to get an understanding of its clients based on real-time information so that the products and services that they offer can yield the profits required (Laureani & Antony, 2019). Through using collaborative thinking to ensure a conducive environment for their employees who will help them in achieving the goals and mission. They should also ensure that once they come up with improvements in the firm, they ensure that they integrate them (Suliman et al., 2019). They will also have to nurture them until they become a culture that people can follow, thus resulting in organizational success.
Corning Inc. uses a performance excellence model in their firm. Performance excellence is a term that describes the ability of an organization or individual to increase their consumer's perception of value and a focused responsibility on the part of organizational members to quickly identify and correct the existing problems (Suliman et al., 2019). Corning Inc. strategies meet the standards of continual improvement for performance management as the quality of their products, services, and all business operations are continuously being renewed. The strategies meet the standards as through collaboration; the firm can transform the way their employees work and create a conducive environment (Buckman, & Buckman, 2013). The execution practices include integrating winning strategies, using result oriented individuals and teams an understanding of the market to meet the standards of continual improvement. They also have improved on the projects that they use to extend their leadership initiatives. They define and analyze the new products, control, and commercial processes all which are geared towards realizing continual improvement and performance excellence.
Conclusion
Corning Inc. is an organization that had been enjoying the luxury of being the best in its field. The organization had experienced operational excellence, but with time and market influences, the firms' competitive advantage begun to decrease. Through making use of their leaders to come up with the Six-Sigma training program for the members of staff, the firm was able to upload the practices to the intranet to ensure that all their global firms trained their employees. Their leaders were instrumental in achieving the success of the firm. Firms need to ensure that they strive to attain performance excellence as this will ensure that their business is productive and their employees, and clientele is satisfied with the products and services.
References
Buckman, M. B., & Buckman, J., (2013). The Corning Journey to Performance Excellence: Innovation Spanning Three Centuries.
Laureani, A., & Antony, J., (2019). Leadership and Lean Six Sigma: a systematic literature review. Total Quality Management & Business Excellence , 30 (1-2), 53-81.
Suliman, A., Rao, A. S., & Elewa, T. (2019). CEO transformational leadership and top management team performance: a study from GCC. Measuring Business Excellence , 23 (1), 63-79.
